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What's Next: Understanding the Business Impact of CX Investments

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How can you ensure your customer experience investments are driving impact for your customers and your business?
CX is one of the most critical investments a company can make, yet knowing where to focus that investment and how to hold it accountable to delivering for your business is a challenge. As the number and complexity of customer touch points grow, even the most sophisticated organisations struggle to evaluate and deliver successful CX.

Publicada em: Marketing

What's Next: Understanding the Business Impact of CX Investments

  1. 1. Powered by What’s Next: CX investments that drive impact for your customers and your business
  2. 2. Welcome Kristin Youngling Group Director, Data Strategy Ogilvy USA Dayoán Daumont Consulting Partner, EMEA
 Ogilvy Consulting
  3. 3. Tell us where you are dialing in from! What’s the weather like in your city?
  4. 4. Do you want this deck? It will be available for download shortly after the webinar on: slideshare.net/socialogilvy And the recording up on
  5. 5. I want everyone to walk away feeling armed to champion smart customer experience (CX) transformation efforts that deliver real impact for your teams, customers and organizations. My goal today
  6. 6. 1 2 Guidelines and real-life success stories for using data to support stronger CX Today’s topics Fundamentals of Successful CX Steps for ensuring CX initiatives are meeting customer needs and delivering on business value A framework for holding CX accountable
  7. 7. Fundamentals of successful CX and real-life success stories
  8. 8. 1. Be truly customer centric 2. Marry customer and business needs 3. Holistic vs. fragmented CX 4. Be able to evolve and adapt 5. Demonstrate impact
  9. 9. Content Technology Design AnalyticsProduct Marketing Business Goals SEO Be customer centric! 
 Know your customers and establish a culture that is committed to solving their problems and meeting their needs. YOUR CUSTOMER 1
  10. 10. Know your customer A DATA-DRIVEN EXERCISE 1 2 3 There is no substitute for talking directly to your customers. Conduct interviews, observe them, solicit feedback, keep them engaged. Talk to them (qualitative) In today’s world, we generate data with nearly everything we do. Tap into existing data to observe your customers’ behaviors at scale. Tap into data (quantitative) Bringing qualitative and quantitative data together helps us build more complete customer profiles, more thoroughly explore behaviors and understand how they attempt to solve problems. Map their journey (qual + quant)
  11. 11. A holistic understanding of customer behavior can only happen when we use multiple methods of data collection. ABILITY TO GAIN A HOLISTIC PICTURE OF YOUR CUSTOMER QUANTITATIVE QUALITATIVE BEHAVIORAL (DO) ATTITUDINAL (SAY) DATA INSIGHTS Quantitative data tells you WHAT is or isn’t happening. Qualitative data helps you understand WHY it is or isn’t happening. DATA INSIGHTS DATA INSIGHTS DATA INSIGHTS
  12. 12. CASESTUDY—USINGDATATOUNDERSTANDYOURCUSTOMER
  13. 13. Later that day Two weeks later One month later 3 hours laterThe next day “I am so frustrated that I am left to pay this large amount of money with no help from my insurance provider. I feel like they don’t care about me. I don’t know if I have the money to pay this bill!” “I don’t trust my current health insurance provider, I am excited to enroll with a different provider. I hope they treat me better.” TOUCHPOINTS ACTIONS PAIN POINTS QUANT DATA EMOTIONS PERSONA 1 3 54 James, 32 Goal Reduce the number of calls to customer service during the online find care journey 30% 45% Goal Likelihood to recommend insurance provider *Based on the number of customers that have the ability to find care onlineRe-enroll rate 45% 65% Goal James injures his wrist skiing. He is not sure if he has broken any bones and needs to see a specialist. One of his friends refers him to Dr. Spencer. James logs into his health insurance account to check if Dr. Spencer is “on his insurance” and to see how much an office visit will cost. He is confused because he sees that Dr. Spencer is “in-network,” but an office visit will still cost him around $300. Members are confused by insurance jargon and terminology. 2 It is difficult for members to find clear information on what a deductible is and how it affects their "out-of-pocket" costs. Jame is frustrated with how long he waits for his appointment. If members do not regularly check their email, they may easily miss important communication and documents. Members are not notified or alerted of the increased costs when they are selecting care from an "out-of-network" provider. 6 There is no forgiveness or amnesty for members who make unintentional mistakes when finding and selecting care. James calls his insurance provider’s customer service center and speaks with a representative who explains to him that under his current insurance plan, he has to meet ther $5000 deductible before his costs are covered. James attends his appointment with Dr. Spencer, who writes an order for James to have his wrist x-rayed. Dr. Spencer provides a list of imaging facilities to James. James has his wrist x-rayed at one of the facilities Dr. Spencer recommends to him. James visits Dr. Spencer's office, where he hears that, his wrist is only sprained, not broken. James’ wrist is stabilized with a brace. James' insurance provider sends him an email that includes the Explanation of Benefits of his wrist x-ray. It is sent to an email he rarely checks and James never sees or opens it. James receives a bill in the mail from the imaging facility for $1500 for his wrist x-ray. He is angry and confused as to why he is being charged this much if he has health insurance. He calls the insurance provider’s customer service center and speaks with a representative who tells him that the facility that conducted his x-rays was “out-of-network,” which is why he is responsible for paying most of the costs. During the next year's open enrollment period, James intentionally selects a competitor's plan instead of his current provider. + – 30k Page views 59CSAT industry avg. 0:46 Avg. pg duration 20% Navigate to "Find Care" 10% Take an action $78,300K cost/mo 10K calls/mo 7:50m avg call time $7.83 avg call cost 19m avg wait in the US Average satisfaction of health plan customers. 59 CSAT 89 Goal $20,660K cost/mo 2K calls/mo 10:20m avg call time $10.33 avg call cost The next day Six months laterA few days later 8% Open rate 55m avg wait time 55% Re-enrollment rate 45% Drop off rate “Ouch! My wrist really hurts, I am bummed I won’t be able to ski anymore this season.” “ I am frustrated that I have to pay so much money, for an office visit” “Why am I being charged so much money? I am shocked, frustrated and confused.” “At least my wrist isn’t broken. I am relieved to know it will heal in a few weeks.” 45CSAT -15 below avg 30% bounce rate CASESTUDY—USINGDATATOUNDERSTANDYOURCUSTOMER
  14. 14. Build a customer- centric culture THE BEDROCK OF SUCCESSFUL CX 1 2 A customer-centric culture starts with solving your customers’ problems, not pushing your products. Mindset shift Get buy-in across the organization, at every level, including leadership. Organizational buy-in
  15. 15. Tips for getting buy-in Humanize your customers and their needs Provide a quick and clear picture of your end- to-end CX; what's driving satisfaction and what’s not Create clear connections between customer pain points and business value Create clear connections between customer pain points and the most beneficial remedies Provide a framework for solving customers’ problems and showing impact of solutions
  16. 16. CASESTUDY—BUILDINGCUSTOMERCENTRICCULTURE October 3, 2018 35 Data-Driven Personas Link to interactive deliverable > Link to interactive deliverable >
  17. 17. Marry customer and business needs 
 Connect your company’s vision and OKRs to the experiences you want your customers to have. 2 COMPANY VISION Company Wide OKRs Voice interactions Marketing Department OKRs Voice interactions Technology Department OKRs Voice interactions Talent Department OKRs CUSTOMER NEEDS
  18. 18. Ensure your teams’ efforts are actively moving the needle for your customers and your business. 1 2 3 Clearly articulate customer and business priorities. This is worth investing in. Know what's important Connect empathy for customer pain points to value for the business. Connect the dots Ensure employee objectives are aligned with desired CX outcomes. Align incentives and outcomes 4 Build a roadmap that reflects priorities and outlines a path for teams to solve customer and business problems. Establish a path forward
  19. 19. Desktop and mobile site traffic Session replay, heat mapping, behavior flows Gross revenue Marketing data Error states Customer insights Customer satisfaction 
 surveys Ancillary purchasing data Segment data App traffic, revenue and boarding pass downloads CASESTUDY—USINGDATATOSETCUSTOMERANDBUSINESSPRIORITIES
  20. 20. CASESTUDY—USINGDATATOSETCUSTOMERANDBUSINESSPRIORITIES Top business priorities
  21. 21. Prominence Visual style, size, hierarchy, quantity Important for MANY Important for MOST Important to SOME Important to FEW and legal, tech, business requirements Findability Those looking to take action can quickly find where to do so Prioritizing needs
  22. 22. Prominence Visual style, size, hierarchy, quantity NEXT BEST ACTION Findability Those looking to take action can quickly find where to do so Solving needs
  23. 23. Prominence Visual style, size, hierarchy, quantity NEXT BEST ACTION Findability Those looking to take action can quickly find where to do so Design sprint + 8 + + Solving needs
  24. 24. MEASUREMENT TEAM: WEEK 1 MEASUREMENT TEAM: WEEK 2 MEASUREMENT TEAM: WEEK 3 MEASUREMENT TEAM: WEEK 4 DESIGN & CONTENT: WEEK 1 DESIGN & CONTENT: WEEK 2 DESIGN & CONTENT: WEEK 1 DESIGN & CONTENT: WEEK 2 TUE WED THU FRI MON TUE WE D THU FRI MON TUE WE D THU FRI MON TUE WE D THU FRI MON Meeting cadence and goals Stand-up Stand-up Stand-up Stand-up Stand-up: Share goals for week Stand-up Stand- up Stand-up Stand- up Stand-up: Share goals for week Stand-up Stand- up Stand-up Stand- up Stand-up: Share goals for week Stand-up Stand- up Stand-up Stand- up Stand-up: Share goals for week & next sprint goals Measurement Team Sprint Review
 • Summary of insights • Lessons learned • Looking ahead Content, Data, Design Check- in
 • Make data requests • Review designs/ content • Make testing plans Data Check-in 
 • Review data requests with analysts • Address questions on raw data • Review insights Content, Data, Design Check-in 
 • Share insights • Make data requests • Review designs/ content • Make testing plans • Share testing protocol Data Check-in 
 • Review data requests with analysts • Address questions on raw data • Review insights Content, Data, Design Check-in 
 • Share insights • Make data requests • Review designs/ content • Make testing plans Data Check-in
 • Review data requests with analysts • Address questions on raw data • Review insights Content, Data, Design Check-in
 • Share insights • Make data requests • Review designs/ content • Make testing plans Data Stakeholders Check-in • Review the status of outstanding data requests and work together to remove blockers Data Stakeholders Check-in • Review the status of outstanding data requests and work together to remove blockers Content, Data, Design Testing Readout • Share testing results Data focus SPRINT REVIEW COMPILING DATA REQUESTS + FINISH OUTSTANDING QUANT/QUAL ANALYSIS ANALYSIS OF NEW QUANT/QUAL SPRINT REVIEW PREP Report insights and hypotheses Determine which data sets leftover from previous sprint should still be analysed Compile data requests between Measurement, Content, and Design – Product Owner to determine priority Update Trello to reflect new requests Review data requests with data lead Analyse outstanding data from Trello Analyse outstand ing data from Trello Compile final data requests from Design and Content teams Share latest insights Update Trello to reflect new requests Review latest requests with data lead Analyse new data posted to Trello by analyst – flesh out Performance Map Prepare for sprint review Benchmar k testing focus Report test findings Determine testing needs and organise logistics Receive work-in-progress design concepts for testing, build a draft of testing protocol Finalise draft of testing protocol Share draft of testing protocol to design and content teams Iterate testing protocol Design to share final designs/ prototype for test Iterate on test/ prototype Second walkthrough 
 with UZ Finalise testing logistics and prototype UZ QATest Run soft test Run test Analyse test results for sprint review SPRINT REVIEW BUILD TEST LAUNCH TEST ANALYSE RESULTS Building a roadmap
  25. 25. Holistic CX 
 Don’t underestimate or undervalue your CX; define and approach it as the complex, multidimensional element of your business that it is. 3 “CX is the sum of customers’ activities in pursuit of solving a problem, including interactions with a brand and its offerings. - Forbes Insights
  26. 26. Manage your CX as a business, not a fragmented or siloed piece. 1 2 3 CX involves stakeholders across the business — not just marketers, experience design professionals and data scientists. Integrated team Let customer needs inform your technology roadmap; technology must enable the best experience for customers throughout their journey. Technology Achieving an integrated data strategy is key to successful CX. Integrating data across channels, touchpoints and sources can power more personalized experiences and give your organization a comprehensive view of your customer where it matters. Data
  27. 27. Have the right team in place All team members need to be customer minded and empathic. You typically need a mixture of the skill sets below. - Marketing - Design - Content - Research - Technology - Data - Product - Customer Service - Operations - Etc. “
  28. 28. ENGAGEMENT LETTER Client Actions PWC Team Actions LINE OF VISIBILITY +  Client is interested and speaking w/partner * Opportunity tracking begins Client Kick-Off/ Project Planning Meeting with team Internal PwC pre- engagement team assembled Sr Associate refines scope & project plan for project Partner approves of high-level scope and project plan Partner defines high level approach for the project Partner pursues potential client Team develops high level project proposal for client Client reviews & approves high level scope Client reviews draft Engagement Letter & Legal Terms Partner finalizes Engagement Letter BST sends EL to client for review Receive signed EL from client Client receives Engagement Letter Client sends signed Engagement Letter ○○ ○○ ○○ Client rejects Client accepts Client wants changes Approved Client gives go ahead Ŏ Some partners enter new opportunities into IRIS right away, while other teams enter it retroactively. Partner, manager/ director, + associates meet to determine scope, engagement fee, and deliverables. Partner gives direction to team to draft presentation. Partner defines high level scope & est. engagement fee of the project Partner gives direction to Sr Associate to draft the scope & budget in Excel Done in Excel, then passed around for quick feedback *Rollover last year’s Engagement Letter with updates RISK MANAGEMENT PROCESSES: A&C AND AFS Associate fills out A&C w/draft EL & high level budget + scope Client Acceptance Assessment* Submit A&C Form to tax partner A&C form is approved A&C form reviewed* again *can be several rounds of review Associate makes any changes necessary Associate fills out AFS w/draft EL & high level budget + scope AFS form is approved AFS form reviewed again* *can be several rounds of review Associate makes any changes needed with input from partner or as scope & budget are updated Submit AFS Form to audit partner Associate drafts EL w/ templates Sr Associate reviews and edits EL Make any edits to Engagement Letter as budget or scope are updated Attach draft EL to risk management forms Sr Associate puts in final budget and fee information after TPT is approved Different teams have different starting points for EL. Some have templates, some use last year’s EL. Client sends RFP* *optional INITIAL PROJECT SCOPING & PLANNINGRELATIONSHIP CHECK OR Depending on team, training, and templates available, drafting and reviewing EL can take many iterations. WBS CODE REQUEST + PROJECT SET UP Associate requests WBS Code Code Verification Team reviews request Team* determines whether or not realization rates, leverage, and key metrics are acceptable Code Verification Team makes WBS code live Project team sets up new client STAFFING / TALENTLINK Director/Manager places requests and holds for staffing in TalentLink GDM REQUEST / ENVOY Associate places GDM request in Envoy for internal staff augmentation group What is the purpose of the WBS review team if TPT has already been approved? Partner reviews requested changes to scope or terms. Minor changes lead to changes to the EL, major changes require the AFS and A&C processes to be redone from the beginning Support Processes & Systems LINE OF INTERNAL INTERACTION IRIS RelationshipChecks Excel or Google Sheets Email Tax Pricing Tool (TPT) Excel or Google Sheets A&C Database AFS Database Tax Pricing Tool (TPT) Excel or Google Sheets A&C Database AFS Database Tax Pricing Tool (TPT) Excel document Google Docs/Word Gmail DMS MyEngage Database GFS DMS CES Database A&C Database AFS Database Google Docs/Word TalentLink Envoy Gmail DMS CES Database A&C Database AFS Database Google Docs/Word Gmail DMS Tax Pricing Tool (TPT) Google Docs / Word DMS Gmail DMS USPS Mailing Service USPS Mailing Service Phone or in person Phone or in person Phone or in person In person conversation Phone or in person PwC User Quotes We can get clients in a lot of different ways. But there are different processes you follow for new clients vs existing clients for pre-engagement. ~Partner “ Sometimes it takes forever to get a WBS code. Sometimes we will even have to start a project before we get the billable time code and it’s a huge pain backtracking hours. “ It’s my job to look at TPT and FlexForecast and advise the partners and managers whether or not the project is risky. But I also have to enter the same information in multiple places, so it wastes a lot of time. ~Director “ Staff are pulling a word doc of past Engagement Letters from internal systems, but what I get is screwed up half the time. They aren’t properly trained. ~Partner “ It’s not just efficiency issue, it’s a risk issue. Since I’m the last line of defense, I constantly have to ask: “Did I catch all of the risk?” The consequences of missing risk are serious. “ At PwC you spend so much time doing administrative work that you don’t have time to learn how to use the tax and accounting tools in order to hone your craft. “ Time to task Pain points New client: 20 min Existing client: 5 min 1 business day ~4-6 hours 2-3 business days 1-5 business day N/A APPROVE A&C ~1 hour + 1 hour admin 1-3 business days ~1 hour 1-3 business days FILL OUT A&C FILL OUT AFS 1-5 business days N/A APPROVE AFS ~30-60 min + 1 hour admin 1-5 business days APPROVING EL N/A 1-4 business weeks CLIENT EXECUTES EL ~30-60 min + 1 hour admin 5-15 business days FINALIZING EL N/A 1-10 business days WBS CODE APPROVAL Manager: 30 min Partner: 10 min 1-3 weeks APPROVING TPT N/A 1-3 weeks REVIEWING TPT ~2 hours + 1 hour admin 1 business day DRAFTING EL 1-5 hours *depends on experience 1-5 business days INPUT INFO TO TPT Opportunities are not tracked in IRIS in real time. Most are entered retroactively after the work is won. There are 4-5 steps in client acceptance that must be completed prior to risk management processes, but steps can be confusing Most of the time, the fee is determined by the partner, and the team fits scope, staffing, budget, and TPT into the determined fee. This renders all the administrative tasks after this initial decision even less useful for the teams. Requests for approvals can get lost in a partner’s inbox, which delays the process. Approving the forms is very click heavy and can only be done on desktop. Inputting information into TPT can take a long time, especially considering most of the information was previously entered into the GoogleSheet or Excel doc. TPT is not integrated with other systems, resulting in multiple rounds of data entry for the same inputs into multiple systems. Larger accounts has many more cooks in the kitchen, which makes approving TPT harder. Must mail clients a physical copy of the EL. There is no easy way for clients to sign electronically. Code Verification Team can take a long time to make a WBS code active A lot of times, projects are held up because the client does not return paperwork in a timely manner. TPT is not used to determine the budget or engagement fee. It is used to increase margins as much as possible within set budget & scope. No standardized process across teams / business units for drafting EL, or when to fill out AFS, A&C, TPT Weekly forecasting in TPT is tedious and highly inaccurate. Big waste of associate’s time. REFINING PROJECT PLAN Teams will utilize GMD center team and resources to increase leverage for projects Teams presents approach to client (including showing technology and processes) Too much risk: Process terminates Approved Too much risk: Process terminates Some teams wait until the beginning of the AFS and A&C process to begin client acceptance. Client Acceptance Assessment* TAX PRICING TOOL AND BUDGET Associate inputs info into TPT Sr Associate/ team reviews and edits TPT Some PCS teams will input information into TPT right away for metrics (no use of Excel) Draft TPT rates attached to risk management *depends on size of client Team* analyzes margin & budget for realization rates, leverage, and other important metrics Associate makes any edits necessary to TPT Manager/Partner approves TPT Pulling from info previously inputted in Excel docs for project planning and budget Depending on size of client or size of engagement, more people will be pulled into the budget review. Any changes are done in Excel first, then inputted into TPT How do partners give feedback about TPT to team? How is team notified TPT is approved? - OR - Usually we will walk away from the client kick off call or planning meeting with a good idea of what the scope and engagement fee will look like. Then I go and just put it together. ~Sr Associate “ Doing the engagement letter is a huge pain in the ass! I have to go find an old one, and then open it in Word and delete all this red text. It’s really easy to mess up, and then you have to start over. ~Sr Associate “ You can never tell when something is approved or not. Or if your audit partner actually even saw your submitted form. Finding the status is impossible. ~Sr Associate “ All of my budget estimations are in Excel. Then I have to input it into TPT. ~Sr Associate “ For a manager or partner to approve, they have to go through a lot of clicks. It can’t be done on-the-go and it’s just them way longer than it needs to to approve of forms I submit. ~Sr Associate “ Creating, drafting, editing, and approving the Engagement Letter isn’t that bad. What takes the most time and our biggest blocker is having the client execute and sign it. Sometimes it will take weeks and that’s out of our control. ~Partner “ Entering information into TPT is tedious and time consuming. The only point of TPT is to figure out the margins. We’ve already determined the fee before this. ~Partner “ ENGAGEMENT LETTER Client Kick-Off/ Project Planning Meeting with team Internal PwC pre- engagement team assembled Sr Associate refines scope & project plan for project Partner approves of high-level scope and project plan Partner defines high level approach for the project Team develops high level project proposal for client Partner finalizes Engagement Letter BST sends EL to client for review Receive signed EL from client Approved Partner, manager/ director, + associates meet to determine scope, engagement fee, and deliverables. Partner gives direction to team to draft presentation. Partner defines high level scope & est. engagement fee of the project Partner gives direction to Sr Associate to draft the scope & budget in Excel Done in Excel, then passed around for quick feedback *Rollover last year’s Engagement Letter with updates RISK MANAGEMENT PROCESSES: A&C AND AFS Associate fills out A&C w/draft EL & high level budget + scope Client Acceptance Assessment* Submit A&C Form to tax partner A&C form is approved A&C form reviewed* again *can be several rounds of review Associate makes any changes necessary Associate fills out AFS w/draft EL & high level budget + scope AFS form is approved AFS form reviewed again* *can be several rounds of review Associate makes any changes needed with input from partner or as scope & budget are updated Submit AFS Form to audit partner Associate drafts EL w/ templates Sr Associate reviews and edits EL Make any edits to Engagement Letter as budget or scope are updated Attach draft EL to risk management forms Sr Associate puts in final budget and fee information after TPT is approved Different teams have different starting points for EL. Some have templates, some use last year’s EL. INITIAL PROJECT SCOPING & PLANNINGLATIONSHIP CHECK OR Depending on team, training, and templates available, drafting and reviewing EL can take many iterations. WBS CODE REQUEST + PROJECT SET UP Associate requests WBS Code Code Verification Team reviews request Team* determines whether or not realization rates, leverage, and key metrics are acceptable STAFFING / TALENTLINK Director/Manager places requests and holds for staffing in TalentLink GDM REQUEST / ENVOY Associate places GDM request in Envoy for internal staff augmentation group What is the purpose of the WBS review team if TPT has already been approved? Partner reviews requested changes to scope or terms. Minor changes lead to changes to the EL, major changes require the AFS and A&C processes to be redone from the beginning RelationshipChecks Excel or Google Sheets Email Tax Pricing Tool (TPT) Excel or Google Sheets A&C Database AFS Database Tax Pricing Tool (TPT) Excel or Google Sheets A&C Database AFS Database Tax Pricing Tool (TPT) Excel document Google Docs/Word Gmail DMS MyEngage Database GFS DMS CES Database A&C Database AFS Database Google Docs/Word TalentLink Envoy Gmail DMS CES Database A&C Database AFS Database Google Docs/Word Gmail DMS Tax Pricing Tool (TPT) Google Docs / Word DMS Gmail DMS USPS Mailing Service USPS Mailing Service Phone or in person Phone or in person Phone or in person In person conversation It’s my job to look at TPT and FlexForecast and advise the partners and managers whether or not the project is risky. But I also have to enter the same information in multiple places, so it wastes a lot of time. ~Director “ Staff are pulling a word doc of past Engagement Letters from internal systems, but what I get is screwed up half the time. They aren’t properly trained. ~Partner “ It’s not just efficiency issue, it’s a risk issue. Since I’m the last line of defense, I constantly have to ask: “Did I catch all of the risk?” The consequences of missing risk are serious. “ At PwC you spend so much time doing administrative work that you don’t have time to learn how to use the tax and accounting tools in order to hone your craft. “ New client: 20 min Existing client: 5 min 1 business day ~4-6 hours 2-3 business days 1-5 business day N/A APPROVE A&C ~1 hour + 1 hour admin 1-3 business days ~1 hour 1-3 business days FILL OUT A&C FILL OUT AFS 1-5 business days N/A APPROVE AFS ~30-60 min + 1 hour admin 1-5 business days APPROVING EL N/A 1-4 business weeks CLIENT EXECUTES EL ~30-60 min + 1 hour admin 5-15 business days FINALIZING EL Manager: 30 min Partner: 10 min 1-3 weeks APPROVING TPT N/A 1-3 weeks REVIEWING TPT ~2 hours + 1 hour admin 1 business day DRAFTING EL 1-5 hours *depends on experience 1-5 business days INPUT INFO TO TPT There are 4-5 steps in client acceptance that must be completed prior to risk management processes, but steps can be confusing Most of the time, the fee is determined by the partner, and the team fits scope, staffing, budget, and TPT into the determined fee. This renders all the administrative tasks after this initial decision even less useful for the teams. Requests for approvals can get lost in a partner’s inbox, which delays the process. Approving the forms is very click heavy and can only be done on desktop. Inputting information into TPT can take a long time, especially considering most of the information was previously entered into the GoogleSheet or Excel doc. TPT is not integrated with other systems, resulting in multiple rounds of data entry for the same inputs into multiple systems. Larger accounts has many more cooks in the kitchen, which makes approving TPT harder. Must mail clients a physical copy of the EL. There is no easy way for clients to sign electronically. A lot of times, projects are held up because the client does not return paperwork in a timely manner. TPT is not used to determine the budget or engagement fee. It is used to increase margins as much as possible within set budget & scope. No standardized process across teams / business units for drafting EL, or when to fill out AFS, A&C, TPT Weekly forecasting in TPT is tedious and highly inaccurate. Big waste of associate’s time. REFINING PROJECT PLAN Teams will utilize GMD center team and resources to increase leverage for projects Too much risk: Process terminates Approved Too much risk: Process terminates Some teams wait until the beginning of the AFS and A&C process to begin client acceptance. Client Acceptance Assessment* TAX PRICING TOOL AND BUDGET Associate inputs info into TPT Sr Associate/ team reviews and edits TPT Some PCS teams will input information into TPT right away for metrics (no use of Excel) Draft TPT rates attached to risk management *depends on size of client Team* analyzes margin & budget for realization rates, leverage, and other important metrics Associate makes any edits necessary to TPT Manager/Partner approves TPT Pulling from info previously inputted in Excel docs for project planning and budget Depending on size of client or size of engagement, more people will be pulled into the budget review. Any changes are done in Excel first, then inputted into TPT How do partners give feedback about TPT to team? How is team notified TPT is approved? - OR - Usually we will walk away from the client kick off call or planning meeting with a good idea of what the scope and engagement fee will look like. Then I go and just put it together. ~Sr Associate “ Doing the engagement letter is a huge pain in the ass! I have to go find an old one, and then open it in Word and delete all this red text. It’s really easy to mess up, and then you have to start over. ~Sr Associate “ You can never tell when something is approved or not. Or if your audit partner actually even saw your submitted form. Finding the status is impossible. ~Sr Associate “ All of my budget estimations are in Excel. Then I have to input it into TPT. ~Sr Associate “ For a manager or partner to approve, they have to go through a lot of clicks. It can’t be done on-the-go and it’s just them way longer than it needs to to approve of forms I submit. ~Sr Associate “ Creating, drafting, editing, and approving the Engagement Letter isn’t that bad. What takes the most time and our biggest blocker is having the client execute and sign it. Sometimes it will take weeks and that’s out of our control. ~Partner “ Entering information into TPT is tedious and time consuming. The only point of TPT is to figure out the margins. We’ve already determined the fee before this. ~Partner “ ENGAGEMENT LETTER Client Kick-Off/ Project Planning Meeting with team Internal PwC pre- engagement team assembled Sr Associate refines scope & project plan for project Partner approves of high-level scope and project plan Partner defines high level approach for the project Team develops high level project proposal for client Approved Partner, manager/ director, + associates meet to determine scope, engagement fee, and deliverables. Partner gives direction to team to draft presentation. Partner defines high level scope & est. engagement fee of the project Partner gives direction to Sr Associate to draft the scope & budget in Excel Done in Excel, then passed around for quick feedback *Rollover last year’s Engagement Letter with updates RISK MANAGEMENT PROCESSES: A&C AND AFS Associate fills out A&C w/draft EL & high level budget + scope Client Acceptance Assessment* Associate fills out AFS w/draft EL & high level budget + scope Associate makes a needed with input fr as scope & budget Submit AFS Form to audit partner Associate drafts EL w/ templates Sr Associate reviews and edits EL Make an Attach draft EL to risk management forms Different teams have different starting points for EL. Some have templates, some use last year’s EL. INITIAL PROJECT SCOPING & PLANNINGTIONSHIP CHECK OR Depending on team, training, and templates available, drafting and reviewing EL can take many iterations. STAFFING / TALENTLINK Director/Manager places requests and holds for staffing in TalentLink GDM REQUEST / ENVOY Too much risk: Process terminates Approved Too much risk: Process terminates Some teams wait until the beginning of the AFS and A&C process to begin client acceptance. Client eptance essment* TAX PRICING TOOL AND BUDGET Associate inputs info into TPT Sr Associate/ team reviews and edits TPT Some PCS teams will input information into TPT right away for metrics (no use of Excel) Draft TPT rates attached to risk management *depends on Team* analyzes margin & budget fo other import Pulling from info previously inputted in Excel docs for project planning and budget Depending on size of client or size of engagement, more people will be pulled into the budget review. CASESTUDY—USINGDATATOMAPCOMPLEXCX
  29. 29. CASESTUDY—INTEGRATINGDATATOMAPCOMPLEXCX
  30. 30. Don’t just set it and forget it 
 Good CX evolves and changes with customers’ needs and expectations. 4
  31. 31. PRODUCT LIFECYCLE Design Data Design Content Data Design Research Great human-centered design is an iterative and collaborative process
  32. 32. Demonstrate impact and get buy-in 5
  33. 33. Measure and communicate success and impact 1 2 3 Clearly define what success looks like and how you'll measure it. Tell a simple story. Define success and KPIs Use quick wins to move your organization forward—be intentional about how you approach, measure and socialize success. Champion quick wins Work with key stakeholders across the business and leverage existing metrics to quantify value and relate to key business outcomes. Build the business case
  34. 34. 0% 2% 4% 6% 8% 10% 12% 14% 16% 0% 5% 10% 15% 20% 25% 30% 35% 40% ResponseRate Engagement Rate 0.01528 + 0.115 (ER) = RR RegressionModel b/w ER & RR: Ø β0 significance : 0.071 Ø β1 significance:0.003 *Sample Size: 84 data points from week by week data for 4 Campaigns, from Jan 1 to May 27 CASESTUDY—USINGDATATOBUILDABUSINESSCASE We are using a linear regression model to understand the historical relationship between engagement and response rates to forecast potential revenue.
  35. 35. Show the numbers Humanize the numbers with input directly from customers Demonstrate the experience, visually Tell a simple story CASESTUDY—USINGDATATOBUILDABUSINESSCASE
  36. 36. Framework for holding CX accountable to delivering on customer and business needs
  37. 37. 1 2 3 4 Understand and marry customer and business needs; define clear CX roadmap and success metrics Clear objectives Operationalize roadmap through integrated, customer- centric ways of working across teams Operationalize Create a holistic measurement plan that looks across the full customer experience journey; leverage full spectrum of data Measure Work with internal stakeholders to define a model for how your organization measure the value of CX; use existing metrics where possible Build an ROI model Framework for holding CX accountable
  38. 38. MEASUREMENT Metrics, data sources, and data collection are in place to allow for accurate and actionable measurement of business and customer outcomes and metrics. Build an ROI modelBuild an ROI model Give teams visibility TEAM ALIGNEMENTInternal teams are actively using CX roadmap to guide work and set priority actions — across product, insights, design, development and measurement. Defined CX strategy & roadmap based on customer needs and business OKRs Company resources and actions aligned to CX roadmap Ability to demonstrate project outcomes What we want to achieve How we are going to achieve it Understand customer needs Establish company OKRs Align department OKRS Set CX roadmap; refine over time Establish ways of working to achieve program imperatives (use framework & guidelines) Define integrated plan Implement requirements Establish reporting outputs OBJECTIVES CX strategy and key results are clearly defined based on known customer priorities as well as broader company vision, objectives, and key results. Framework for holding CX accountable Stakeholder from across the business committed to solving customer problems
  39. 39. Customer-centric mindset is a must 1 CX should not be managed in a silo; the right team, engaged in the right ways is key2 Comprehensive measurement is critical to telling the whole story and capturing the full value of CX3 Measurement should be used to communicate success AND evolve your CX4 Putting the framework to use Don’t forget…
  40. 40. Questions?

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